FOREIGN DIRECT INVESTMENT – LOCATION ATTRACTIVENESS FOR RETAILING FIRMS IN THE EUROPEAN UNION1 Pervez N. Ghauri Manchester School of Management, UMIST United Kingdom Email: Pervez.Ghauri@umist.ac.uk Ulf Elg Dep. of Business Administration, School of Economics and Mgmt, Lund University, Sweden Email: ulf.elg@fek.lu.se Rudolf R. Sinkovics Manchester School of Management, UMIST United Kingdom Email: Rudolf.Sinkovics@umist.ac.uk 1 The authors would like to thank Handelsbanken’s Research Foundations
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Case 5 • NIKE Europe Company background NIKE is a name that scarcely needs any introduction. It has been one of the business phenomena of the 1980s and 1990s, second perhaps only to Microsoft in its pursuit of global dominance from very humble beginnings. Founder Phil Knight famously made his first shoes using a waffle iron in what he has called' a tiny operation in my mother's laundry room'. By 1992 it had become a $4.5 billion turnover corporation.
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( CASE 3-2 ) Hong Kong Disneyland: Chinese Tourists’ Behavior and Disneyland’s Internationalization Strategy DISCUSSION QUESTIONS 1. Hong Kong Disneyland (HKD) experienced woes in its first year of operation due to: * Hong Kong government giving Ocean Park (the local theme park) all the needed support to rejuvenate itself from HKD’s competition * The HKD workforce demanding for equal treatment to their counterparts abroad * Ocean Park’s popularity growing even stronger as a
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<Philips vs Matsushita> 1. How did Philips become the leading consumer electronics company in the world in the postwar era? What distinctive competence did they build? What distinctive incompetencies? ->The way that Philips became the leading consumer electronics company is thanks to focus on one product rather than diversifying in early days. So it became the leader in industrial research. And it had independent national organizations. It is because they fit the country-specific market
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of welcoming foreigners companies who can facilitate the entry in the market (e.g. The law of Chinese-foreign Equity Joint Venture). Thanks to a low manufacturing and distribution cost, it can help foreign investors to reduce their costs of internationalization. In order to produce our toothbrush we need to find a brush producer already based in China. Thanks to him, we will obtain better costs of production than if we have to build a plant to produce by ourselves in this country. Then, to anticipate
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Leader: Anna Watson Case Study: Chinese Herbal Medicine Cosmetics brand, Herborist Topic A International Marketing Strategies of Herborist Abstract This paper attempts to investigate the internationalization process of a Chinese domestic cosmetics brand, Herborist by making a comparison of marketing strategies applied for different countries as a case study. In addition, by gaining understanding on the development of a local brand and analyzing
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Project final MULTINATIONAL MANAGEMENT SUBMITTED TO: SIR FAROOQ HUSSAIN SUBMITTED BY: ZAHRA SALEEM L1S08BBAM0038 MARYAM PERVAIZ KHAN L1S08BBAM0137 GLOBALIZATION “Globalization in an increased unification of world’s economics through reduction of such barriers to international trade as tariffs, export fees, and import quotas. The goal is to increase material wealth, goods, and services through an international division of labor by efficiencies catalyzed by international relations,
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Table of Contents Introduction 2 Differences between Domestic and International Human Resource Management 2 What is Expatriate 4 IHRM has three dimensions 4 International assignments create expatriates 5 Increasing Importance of International Human Resource Management 6 Significance of International Human Resource Management 9 Conclusion 11 Reference……. 12 Introduction As we enter the new millennium, more and more companies are recognizing the importance of
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employment strategies of Japan and the United States. This topic is suitable for my research paper because it helps me answer the first research question, which deals with the elements and dimensions of culture of Japan. Fukuda, J. (1992). The internationalization of Japanese business: different approaches, similar problems. The International Executive , 34 (1), 27-41. John Fukuda is a professor in the department of the International Business at the Chinese University of Hong Kong. He has written
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country to another, and from one culture to the next, rules of human resource management have been regularly altered ("Going Global: Managing the HR Function across Countries and Cultures.," 2009). The effect of globalization combined with internationalization within increasingly competitive business arenas is required to be evaluated. This particular paper will give insight to how human resource management fits in along with contributes towards companies international business strategy, as well
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